Alexander Fleiss: Humility and mean reversion

I chat with Alexander, CEO at Rebellion Research, on stock selection, portfolio construction and his passion for teaching.

Nothing on this podcast is to be considered investment advice or a recommendation. No investment decision or activity should be undertaken without first seeking qualified and professional advice.

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New Jersey’s $85 billion fund stockpiles cash, eyes PE secondaries

New Jersey’s $85 billion fund stockpiles cash, eyes PE secondaries

An underweight position across private markets, predicated on a view that geopolitics and inflation mean interest rates are not coming down any time soon, has positioned the New Jersey Division of Investment with plenty of dry powder and a cash position four times the policy allocation. It is now readying for opportunities in private equity secondaries and with emerging managers. Chief investment officer Shoaib Khan spoke to Top1000funds.com.

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Insurance giants push for more impact

The experience of the collaboration between six large US insurers to successfully invest in affordable multi-family rental housing is a lesson for any institutional investor looking to impact investing.

Sunsuper shrugs off private market froth

Sunsuper investment chief, Ian Patrick, is buying unlisted assets despite record prices that are set to climb even higher as super funds scramble for yield.

Helmsley puts liquidity centre stage

The CIO of the Helmsley Charitable Trust, Rosalind Hewsenian, has crafted a straight forward, contrarian strategy with liquidity at its heart.

CN takes on tech in hunt for talent

Marlene Puffer, president and chief executive at the $18 billion pension fund for Canadian National, says the fund has some natural advantages in the hunt for talent.

WeLose: a failure of dual class shares

The failed IPO of WeWork is a good case study in the corporate governance flags that show up in the pursuit of a dual class share listing.

Long-term investors using short-term strategies

There is a contradiction in the way that many long-horizon asset owners behave. On one hand, they are increasingly concerned about the externalities imposed on wider society by the companies they own. But on the other, they tend to ignore the social costs imposed by the short-horizon strategies that they employ such as momentum and tracking error constraints. The transmission mechanism for this social cost is via asset mispricing, which leads to capital misallocation and incentives for CEOs to focus on short-term share price maximisation.

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